How Occupation Matches Personal Work Styles and Values

Matching a particular occupation with a person’s work styles and values is an important component of the career planning process as people are known to explore good-fitting work options to conceive or confirm career plans (Lent, 2013, p. 6). Research is also consistent that a fundamental component of career advancement relates to how well employees feel they fit into their employing organizations, or how an employee’s beliefs, perceptions, and personality fit into the culture of the organization (Giscombe, 2008). My high score on the persuasive scale demonstrates that I can be successful in a work environment that involves influencing, advising, counseling, guiding, motivating or directing the activities of other members. An SGM in the U.S. military is normally tasked with the responsibilities of advising, counseling, and motivating junior military personnel within his or her platoon, thus the match (Duties of an NCO, 2015. Military, 2015). However, the occupation requires masters-level education and other accreditations as dictated by the U.S. military (e.g., accreditations to hold a nominative position as a Command Sergeant Major for a General). Many military positions are also assuming a dynamic nature due to increasingly changing work environments (Kuijpers, Schyns, amp. Scheerens, 2006). In his study, Hirschi (2010) argues that professionals are interested in particular occupations due to a match between these jobs and their intrinsic as well as extrinsic values. This author further posits that extrinsic work values refer to values regarding the outcome or external factors of work, whereas intrinsic work values refer to the actual content of work (p. 4). I am generally interested in intrinsic values that promote higher achievement, such as challenge, competition, excellence, knowledge, using own abilities and work masterly. I am also interested in several extrinsic values, including leadership, status, recognition, and respect. The SGM occupation matches my intrinsic values because it requires holders of the position to assume a more adaptive advancement of learning and motivational processes. It also stresses loyalty, duty, respect, selfless service, honor, integrity, and personal courage (Army Leadership – Character, n.d., p. 18). However, I need to strengthen my leadership skills to become a Battalion and Brigade Command Sergeant and also to increase my potential of holding a nominative position for a General in the future. Indeed, I am obliged to develop and reinforce my capacity to lead others, extend influence beyond chain of command, lead by example, communicate effectively, and create a positive environment (Introduction to Army Leadership, n.d.. Van Velsor, Criswell, Puryear, amp. Hollenbeck, 2011). The salary range for a Command Sergeant Major is between $4,708.80 per month for those who have at least 10 years in service and $5,523.60 per month for those with more than 20 years in service. The salary increases with experience as those with over 30 years in service are entitled to a salary of $6,630.60 per month (Parker, 2015). The U.S. Sergeant Majors get between $88, 200 to $93,395 annually. With over 19 years of experience in the military, I am convinced that the salary is sufficient to cover my requirements such as education expenses, family obligations, retirement schemes, and leisure. The occupation’s growth outlook can be termed as promising due to the numerous global engagements occasioned by external environmental factors such as increased terrorism activities and continued instability in the Middle East (Wong, Bliese, amp. McGurk, 2003).

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